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5S - Implementing 5S Workplace Organization Methodology Programs In Manufacturing Facilities

Implementing 5S Workplace Organization Methodology Programs In Manufacturing Facilities

5S in the workplace

Many manufacturing facilities have opted to follow the path towards a “5S” workplace organizational and housekeeping methodology as part of continuous improvement or lean manufacturing processes.

5S is a system to reduce waste and optimize productivity through maintaining an orderly workplace and using visual cues to achieve more consistent operational results (see chart below). The term refers to five steps – sort, set in order, shine, standardize, and sustain – that are also sometimes known as the 5 pillars of a visual workplace. 5S programs are usually implemented by small teams working together to get materials closer to operations, right at workers’ fingertips and organized and labeled to facilitate operations with the smallest amount of wasted time and materials.

The 5S system is a good starting point for all improvement efforts aiming to drive out waste from the manufacturing process, and ultimately improve a company’s bottom line by improving products and services, and lowering costs. Many companies are seeking to making operations more efficient, and the concept is especially attractive to older manufacturing facilities looking to improve the bottom line by reducing their costs.

 “A place for everything, and everything in its place” is the mantra of the 5S method, and storage and workspace systems such as those provided by Lista International allow improved organization and maximum use of cubic space for the highest density storage. The result is an improved manufacturing process and the lowest overall cost for goods produced. 

The 5 pillars of a visual workplace

Implementing the 5S method means cleaning up and organizing the workplace in its existing configuration. It is typically the first lean method that organizations implement. This lean method encourages workers to improve their working conditions and helps them to learn to reduce waste, unplanned downtime, and in-process inventory.

A typical 5S implementation would result in significant reductions in the square footage of space needed for existing operations. It also would result in the organization of tools and materials into labeled and color coded storage locations, as well as “kits” that contain just what is needed to perform a task.

The 5S methodology is a simple and universal approach that works in companies all over the world. It is essentially a support to such other manufacturing improvements as just-in-time (JIT) production, cellular manufacturing, total quality management (TQM), or six sigma initiatives, and is also a great contributor to making the workplace a better place to spend time.

Table 1 (below) provides an overview of the 5 pillars, with a brief definition of what the step means in a manufacturing context, why it’s important, and the list of problems it avoids if implemented.

Pillar	What does it mean?	Why is it important?	What problems are   avoided?
Sort	Remove all items  not needed for  current production  operations.                    Leave only the  bare essentials:  When in doubt,  throw it out.	Space, time, money,  energy, and other  resources can be  managed and used  most effectively.              Reduces problems and  annoyances in the work  flow.              Improves communication  between workers.              Increases product quality.              Enhances productivity.	The factory becomes increasingly crowded and hard to work in.            Storage of unneeded items gets in the way of communication.            Time wasted searching for parts/tools.            Unneeded inventory and machinery are costly to maintain.            Excess stock hides production problems.            Unneeded items and equipment make it harder to improve the process flow
Set in order	Arrange needed items so that they are easy to use.                  Label items so that anyone can find them or put them away.	Eliminates many kinds of waste, including:             Searching waste.             Waste due to difficulty in using items.            Waste due to difficulty in returning items.	Motion waste.             Searching waste.             Waste of human energy.             Waste of excess inventory.             Waste of defective products.             Waste of unsafe conditions.
Shine	Keep everything, every day, swept and clean.	Turn the workplace into a clean, bright place where everyone will enjoy working.             Keep things in a condition so it is ready to be used when needed.	Lack of sunlight can lead to poor morale and inefficient work.             Defects are less obvious.             Puddles of oil and water cause slipping and injuries.             Machines that do not receive sufficient maintenance tend to break down and cause defects.
Standardize	Integrates Sort, Set in Order, and Shine into a unified whole.	By ensuring conditions do not deteriorate to former state, facilitates implementation of the first three pillars.	Conditions go back to their old undesirable levels.             Work areas are dirty and cluttered.            Tool storage sites become disorganized and time wasted searching for tools.             Clutter starts to accumulate over time.            Backsliding occurs.
Sustain	Making a habit of properly maintaining correct procedures.                  Instill discipline necessary to avoid backsliding.	Consequences of not keeping to the course of action greater than consequences of keeping to it.	Unneeded items begin piling-up.             Tools and jigs do not get returned to their designated places.             No matter how dirty equipment becomes, nothing is done to clean it.             Items are left in a hazardous orientation.             Dark, dirty, disorganized workplace results in lower morale.

Benefits to the company from using the 5S methodology include raising quality, lowering costs, promoting safety, building customer confidence, increasing factory up-time, and lowering repair costs.

The 5S methodology is typically implemented using a 3-step process, which includes establishing a cross functional team (including employees that work in the associated areas), touring all areas associated with manufacturing process under review, and brainstorming on ways to improve organization to reduce waste. For example, factories have more than their share of searching waste. It is not unusual for a three hour changeover routine to include 30 minutes of searching. When attempting to reduce changeover time radically (for example, going from 3 hours to 10 minutes), there is clearly no room for 30 minutes of searching waste.

Value stream mapping (VSM) can be used in the 5S process to analyze the material, process, and information flow. The information is used to develop a current state map, which sets out how things have been done in the past. The team then analyzes the current state map to identify opportunities for workplace organization and housekeeping improvements. A wide range of ideas is considered – while all ideas won’t end up being viable, all are worthy of investigation. The key is to observe non value added processes and create an environment to promote value added work through waste elimination.

Finally, the team envisions a future state based on the exercise and begins implementing the future state. The process is iterative; the future state becomes the current state, and a continuous improvement process should be used to identify new ways to reduce waste. Waste is defined very broadly, and includes things like waste in the movement of material, carrying too much inventory, defects or rework, producing scrap, waiting or unnecessary motion.

Some examples include waste of motion because the person sent to get a part or tool could not find it; searching waste because no one can find the key to the locked cabinet that contains needed tools; waste of defective products because defective parts were not separated properly and used by mistake; and even waste caused by unsafe conditions, as boxes of supplies that are left in a walkway, causing someone to trip and get injured.

For example, team members might observe workers walking long distances to obtain needed parts, or spending time reaching into bins on shelves to find parts. Or they may identify hardware, like nuts, bolts and screws that are used in a certain area, but stored in a central storage facility far away from the point of use. The goal of the VSM is for the team to walk the process, and identify what operators really need versus what they receive. 

The role of storage in the 5S workplace organization methodology

As noted, one of the 5S pillars is identifying and eliminating many kinds of waste, including time wasted searching for items, waste due to difficulty in using items, and waste due to difficulty in returning items. Storage solutions play an important part inimplementing waste elimination through space reduction, organization improvement, and inventory management. Storage cabinets and workbench products that allow dense storage, a smaller footprint, and visual organization near where the tool is needed, become a key factor in implementing the 5S program.

Systems should be set up so everything has a place that is available when needed, including the manufacturing floor, areas where products are being packaged, through the equipment maintenance area. Everything should be labeled and identified. Local storage minimizes travel time, and adjustable storage and workbenches make it easier to adapt to the differing needs of individual employees.

Using Storage Walls organized with barcoded handles can reduce wasted time due to lost inventory and searching. Such systems also facilitate quick tool changes for different product lines. Storing tools next to machines in use rather than in multiple storage locations around the facility can save hours each day.

Modular drawer storage cabinets that allow the maximum use of cubic space for the highest density storage are ideal for high-density storage of parts, tools and items of virtually any size and type. They are scalable enough to adapt to future requirements, provide maximum weight-bearing capacity, tailored drawer organization, and ergonomic item handling and access.

For example, Lista International, a leading manufacturer of storage and workspace systems, assists companies in implementing 5S methods as part of lean manufacturing programs to drive waste out of manufacturing processes. The Lista products offer waste elimination through space reduction, organization improvement, and inventory management.

Designed to allow dense storage and a smaller footprint, the storage cabinets make it very easy to add flexibility to production lines to facilitate faster turnaround time. The photos to the right illustrate how the proper storage unit meets the number one mantra of a 5S system for a manufacturing facility – a place for everything and everything in its place.

Storage solutions can go a long way to improve using the 5S methodology to improve manufacturing processes, enabling quicker, more efficient production, which contributes to lower overall costs. 

5S - The 5S Method of Improvement : Enhancing Safety, Productivity and Culture

The 5S Method of Improvement - Enhancing Safety, Productivity and Culture

by Mike Bresko

Let’s face it, we all face tough challenges. Competitive pressures continue unabated. Prices are too low, and costs are too high. Companies strive to reduce costs. Some look to improve technology. Some reduce headcount. Too few have become operationally excellent.

Costs pile up in the form of defects and waste. Consider these all-too-familiar situations:

• Output does not meet its potential due to crew-to-crew variations.

• Utilization suffers because product changeovers take too long.

• An important part cannot be found, so another is rushed in.

Companies attempt to improve through Lean, Six Sigma, or Total Productive Maintenance initiatives. However, studies since 1998 report that two-thirds of these initiatives fail to meet the expectations of company leaders. Learning about the methods isn’t the challenge, putting them into daily practice is, as evident in these situations:

• Process improvements often backslide.

• Continuous improvement is just a phrase.

• The methods of the initiative aren’t institutionalized.

The root of these failings is the inability to achieve culture change. An Aberdeen Group survey (2005) reinforced this conclusion when it found that significant culture change remains the top challenge in over 80% of the companies surveyed.

One Answer is 5S

Some companies beat the odds and foster strong, positive cultures. Danaher and Toyota are two of the better known examples.

The method of 5S is one way to engage people and contribute to culture change. 5S is a visually-oriented system of cleanliness, organization, and arrangement (Figure 1) designed to facilitate greater productivity, safety, and quality (Figure 2). It engages all employees and is a foundation for more self-discipline on the job for better work and better products.

5S is a foundation for more disciplined actions. If workers cannot even put a tool back in its designated location, will they follow standards for production? Its visual nature makes things tat are out of place stick out like a sore thumb. And, when properly supported, it builds a culture of continuous improvement. The benefits of 5S are:

• Cleaner and safer work areas—when a work area is clean and organized tripping hazards and other dangers are eliminated.

• Less wasted time through more workplace organization—when tools and materials are accessible and orderly, workers need less time to “go get” and less time to search.

• Less space—when unneeded items are eliminated and the needed ones are organized, required floor space is dramatically reduced.

• Improved self-discipline—the 5S system, especially its visual nature, makes abnormal conditions noticeable and makes ignoring standards more difficult.

• Improved culture—when 5S is applied systematically, it fosters better teamwork and enthusiasm.

People like to work in a well-organized and clean environment. They feel better about themselves and better about their work, and they restore the self-discipline that is found in winning teams.

What are the 5S’s?

5S consists of:
• Sorting—separating the needed from the unneeded. Sorting activities aim to eliminate unneeded items from the work area and to perform an initial cleaning.

• Simplifying—a place for everything and everything in its place, clean and ready for use. Simplifying arranges the workplace to ensure safety and efficiency.

• Systematic Cleaning—cleaning for inspection. Systematic daily cleaning and inspection of work areas and equipment help you understand current conditions and determine if corrective action is required.

• Standardizing—developing common methods for consistency. Standardizing aims to make abnormal conditions noticeable and to document agreements to ensure consistency and sustainability.

• Sustaining—holding the gains and improving. Sustaining is aimed at maintaining the improvements from the other 5S activities and improving further.

Implementing 5S

Often, companies mistakenly view 5S as a housekeeping activity. Housekeeping is housekeeping, not 5S. 5S is a visual system and a system for engaging employees. 5S must be a team effort and the results must enable anyone to “tell at a glance” what is right and what is out of place. It also must make doing the work easier. Implementing 5S occurs in two phases: initial implementation and later refinement.

Since organizing is a key to 5S, eliminating unneeded items comes first. It is wasteful to find a home for something that is not needed.

Sorting—Sorting clears the deck for the remaining activities. It can often take weeks to accomplish in any given area or department. The steps of sorting are:

• Establish criteria for what is not needed. For example, if something hasn’t been used for a year, it may be a candidate for disposal.

• Identify the unneeded items and move to a holding area.

• Dispose of the not needed items, either by transferring to a department that needs them, selling them, or discarding them.

• Conduct an initial cleaning.

Once the initial sorting is completed, the natural sequence is to get the work area organized. Simplifying, systematic cleaning, and standardizing go hand-in hand. Simply simplifying - organizing the work - area will deteriorate if the standards are not set. The next paragraphs cover each “S” separately, but they work as a system, and must be performed at the same time, or nearly so.

Simplifying—Simplifying finds a home for everything. The home should be where the item will most efficiently be stored. Frequently-used items must be as close to where they are used as possible. The steps of simplifying are:

• Determine a location for each item based on frequency of use and proper safety zone (decreasing the likelihood of strain injuries, for example).

• Develop shadowboards and label items - a home for everything.

• Determine how to replenish supplies.

• Document layout, equipment, supplies, and agreements for returning items to their homes.

Systematic Cleaning—Systematic cleaning provides a way to inspect, by doing a clean sweep around a work area. This means visually as well as with a broom or rags. The idea is make the job of doing daily cleaning and inspections easier. The steps of systematic cleaning are:

• Identify points to check for performance.

• Determine acceptable performance.

• Mark equipment and controls with visual indicators (e.g., gauges show the correct range).

• Conduct daily cleaning and visual checks.

Standardizing—Standardizing assures that everyone knows what is expected. Since the workplace team establishes the standards, everyone should have had some involvement in establishing the 5S in their work area. Still, it is important to make these standards very clear. The steps in standardizing are:

• Establish a routine check sheet for each work area. The check sheet is like a pilot’s pre-flight check list. It shows what the team should check during self-audits.

• Establish a multi-level audit system where each level in the organization has a role to play in ensuring that 5S is sustained in the work areas and that the 5S system evolves and strengthens.

• Establish and document standard methods across similar work areas.

• Document any new standard methods for doing the work.

Sustaining—Sustaining is usually thought of as the toughest “S.” However, it doesn’t need to be. The trick is to let the 5S system work for you. When you get to this point, you should have engaged everyone in the work area during 5S activities and have a “tell at a glance” visual workplace. If this is so, then sustaining is much easier. That is important, but not sufficient. A more systematic way to prevent backsliding and to foster continuous improvement is needed. The steps of sustaining are:

• Determine the 5S level of achievement - the overall grade.

• Perform worker-led routine 5S checks using the 5S check list.

• Address backsliding and new opportunities found during routine checks.

• Conduct scheduled, routine checks by team leads or supervisors or by people from outside of the workgroup.

• Perform higher-level audits to evaluate how well the 5S system is working overall.  For example, are there systemic issues with sustaining 5S? Often, the company’s safety committee is an excellent body for conducting these audits.

It is through sustaining activities that the practice of 5S is refined. When items aren’t returned to their homes, the cause is most likely to be that the home was inconvenient. When the work team addresses these problems, they improve the sustainability of 5S and, more importantly, they improve safety, morale, and productivity.

Measuring the 5S Level of Achievement

Applying the adage, “what gets measured gets done”, 5S uses a five-level maturity matrix to grade the 5S level (illustrated in Figure 3). To illustrate the use of the matrix, look at the levels from I to V for Simplifying. Level I is a typical starting level where the work area is an unorganized mess. Achieving Level II for Simplifying requires that needed items are safely stored according to frequency of use. Frequently-used items should be close to the point of use. Achieving Level III requires that the correct quantities of those items have a clearly marked home. Often work areas can achieve this level relatively quickly by installing shadowboards (outlines showing visually where items belong). Levels IV and V require additional refinement. Level IV requires that the number of items in an area are minimized. That means fewer consumables, fewer files or paperwork, and fewer tools. Level V requires that anyone, even people unfamiliar with the area, can retrieve any needed item within 30 seconds and with minimal movement. The overall 5S Level of Achievement is the lowest level attained for any of the S’s. 5S is only as good as its weakest link. If a work area has not addressed Standardizing and Sustaining, no matter how high the level achieved for the other S’s, the area will eventually revert to a non-5S state.

Conclusion

Although 5S will not solve today’s competitive challenges, it does provide a solid foundation for achieving operational excellence. In fact, some world-class companies claim that there can be no improvement without 5S.

The teamwork and discipline built through 5S improve worker-to-worker and worker-to-manager relationships. When people see that what they do makes a difference, and when they see that they have eliminated wasteful practices, their pride grows. This is perhaps the greatest benefit of 5S.